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Preface

In fact, for the students of BBA The Six weeks internship is a golden chance to develop
the capability and skill of administration and management in the practical environment of
different organizations. In the context, I select the PTCL (PAKISTAN TELECOMMUNICATION
COMPANY LIMITED). This report shows and will guide the readers to have an idea about
maintain accounts, its operations and the practices followed today in Pakistan. My reasons for
doing the internship program in PTCL is to get firsthand knowledge about maintain accounts and
improve my business life, because PTCL is the best organization indeed.
I tried to remain to the point, in writing the report. Brief history, management, organizational
structure of PAKISTAN TELECOMMUNICATION COMPANY LIMITED and my work at
branch, suggestions, for improvement are also given in it.
Moreover, particularly being a student of Business it is necessary for me to get practical
knowledge of the managerial & financial activities of the organization. So I have tried my best to
learn a lot about accounts because it relates with financial activities. I have made all possible
efforts to summaries the broad history and working of the organization
This work is a collection of my observations and experience during the internship period and
afterward. The sources of my information for the preparation of this report also include the
written notes, literature on banking, and verbal discussion with staff members, senior students and
my fellows.
Internship Program is a conventional constituent is part of total spectrum of M. Com. The
information contained in the report is based on my personal observation, practical working and
interviews with the staff during my internship training.

Dedication

No words can adequately express my overriding debt of gratitude to my parents whose


support helps me in all the way. Above all I shall thank my friends who constantly encouraged
and blessed me so enable me to do this work successfully.

Acknowledgements

In the name of Allah, who gave me ability and strength to complete my internship. I owe
considerable debt to large number of persons who either directly or indirectly helped me during
various phases of internship. It was a new experience, exciting but challenging and indeed
guidance rather frequently, which was afford very generously.In PTCL I am grateful to all the
staff members for providing me an opportunity to work in the organization at the style and speed
of my convenience. I also wish to record my gratitude for the following staff members for
transforming my theoretical knowledge in practical understanding, despite their heavy
commitments they always found time to answers my questions, resolve queries and never ran out
of patience.

Executive Summary

By the grace of almighty God, I have successfully completed my 8 weeks internship as per
requirement of M.com course. I was appointed at PTCL Headquarter Islamabad Sector G-8/4. I
feel my self-lucky to have worked with such a cooperative, dedicated, result-oriented team. They
all helped me in every possible way they can. I was happened to work in INTERCONNECT
REVENUE DEPARTMENT.
With employee strength of 30,000 and 5.7 million customers, PTCL is the largest
telecommunications provider in Pakistan. PTCL also continues to be the largest CDMA operator
in the country with 0.8 million V-fone customers. The company maintains a leading position in
Pakistan as an infrastructure provider to other telecom operators and corporate customers of the
country. It has the potential to be an instrumental agent in Pakistans economic growth. PTCL has
laid an Optical Fiber Access Network in the major metropolitan centers of Pakistan and local loop
services have started to be modernized and upgraded from copper to an optical network.

This report is being started with the brief and complete introduction of organization, its historical
background, its services and its products offerings. In this report organization structure is
discussed as per the requirement of internship. What is the hierarchy in the organization as well
as working of various departments are concisely discussed.
The most important thing the BUSINESS STRAGTEGIES is discussed in such a way that its not
difficult to understand it. Internal and External analysis has the vital importance, which in this
report is also done. More over the Financial Analysis is also done which is depicting the financial
position of the org in the market place.
Whereas SWOT analysis is done which clearly shows what are the strengths, weaknesses,
opportunities and threats in the organization. Finally some suggestions and recommendations are
given to org in this report. Limitation although very few but cant be negligible are discussed.
Thus this report completely depicts the true picture of PTCL in a meaningful way.
I have completed my 6 weeks internship successfully in PTCL(Pakistan Telecommunication
Ltd.)

INTRODUCTION

Pakistan Telecommunication Corporation (PTC) has established in December 1990,


taking over operations and functions from Pakistan Telephone and Telegraph Department under
Pakistan Telecommunication Corporation Act 1991.
This coincided with the Government's competitive policy, encouraging private sector
participation and resulting in award of licenses for cellular, card-operated payphones, paging and,
lately, data communication services.
In 1994, the PTCL becomes the company limited (Pakistan Telecommunication Company
Limited) by issued six million vouchers exchangeable into 600 million shares of the PTCL in two
separate placements. Each had a par value of Rs. 10 per share. These vouchers were converted
into PTCL shares in mid-1996.
In 1995, Pakistan Telecommunication (Reorganization) Ordinance formed the basis for PTCL
monopoly over basic telecommunication sector in the country. It also paved the way for the
establishment of an independent regulatory regime. The provisions of the Ordinance were lent
permanence in October 1996 through Pakistan Telecommunication (Reorganization) Act
The year 2006-07 in the telecom sector was marked by the phenomenal growth in the
mobile sector in Pakistan, which doubled its subscriber base to 60 million. The teledensity
increased from 26% to 40%, helping to spread the benefits of communication technology across
the country. PTCL s mobile phone subsidiary Ufones subscriber base grew by more than 87%,
from 7.49 million to 14 million. The year also witnessed the entry of major telecom companies,
most notably China Telecom and Singtel, into market.
The privatization of the company was completed in the FY06, following the purchaser of
26% B class ordinary shares by Etisalat International Pakistan L.L.C. EIP took over
management control on 12th on April 2006.
In short PTCL has been working vigorously to meet the dual challenge of telecom
development and socio-economic uplift of the country. This is characterized by a clearer
appreciation of ongoing telecom scenario wherein convergence of technologies continuously
changes the shape of the sector.

To transform the utility into a commercially-oriented corporation. With fortunes rising in the
local telecom sector, the government hoped to make privatization of the company a landmark
deal for broader reform of the economy. A successful deal would demonstrate the governments
increasing support for market capitalism and, it was hoped to, boost anemic levels of direct
foreign investment.
PTCL and the government were contemplating different strategic options for restructuring. Plans
were vetted for both a geographic and functional split of operations. Analysts believed the most
likely scenario is a break-up into three new companies, tracking with the firms largest business
units: local, long distance and mobile. This approach mirrors the policy environment fashioned
for new competitive entrants. From the government perspective, breaking up PTCL prior to as elloff will help curtail the market power of any one single service provider, thereby stimulating
competition.
Unbundling the sale was also likely to increase revenues for the government. The risk, of course,
was that the mobile company, PTML (branded as Ufone), was disproportionately more
attractive than the other businesses. According to AKD Securities, PTML's contribution to
PTCL's total revenues was expected to rise to 12.5% over the next five years and was assumed
to contribute 39% of PTCLs overall revenue growth. Future growth of mobile, both in terms of
subscribers and net revenues, was considered to almost certainly outstrip demand for fixed line
services. The target was to sell up to a 26 percent stake in PTCL; the government held 88 percent
of $2.6 billion, and then any lowering of bid price in the revised agreement approved by the
cabinet in March. The official documents state that the accumulated bidding price in the revised
bid came down to $2.205 billion against the original Etisalat bid of $2.599 billion, said a report in
the Gulf Today.

The PTCL privatization agreement with Etisalat allegedly inflicted a further loss of billions of
rupees to the national exchequer besides unprecedented concessions offered in the long term,
indirect conflict with Article 30 of the Public Procurement Rules 2004, it said. By far, the
PTCLhas been the highest profit earning state-owned company with real-estate assets worth
billions of rupees across the country including commercial plazas, residential colonies and
exchanges. According to the government documents, the Share Purchase Agreement (SPA) of the
PTCL with Etisalat lapsed in September 2005 after the non-payment of the dues by the winner
bidders. After further negotiations with the Etisalat management, the government agreed to
additional concessions and modifications to the transaction structure offer

COMPANY BACKGROUND
PTCL is Sole provider of landline telephone service in the country. At present the organizations
principal activity is to provide telecommunication services all over the country. It offers both
domestic

and

international

services

throughout

Pakistan.

PTCL

also

manufactures

telecommunication related equipment.


Pakistan Telecommunication Company Limited had exclusive rights to provide basic telecom
services in Pakistan till the end of year 2002. With the announcement of Deregulation Policy by
the Government of Pakistan in 2003, PTA has issued licenses for basic telephony to the private
sector in Pakistan who will be competing PTCL, the incumbent. From the humble beginnings of
Posts & Telegraph Department in 1947 and establishment of Pakistan Telephone & Telegraph
Department in 1962, to this very day, ours is a story of commitment and vision.

PTC set sails for its voyage of glory in December 1990, taking over operations and functions
from Pakistan Telephone and Telegraph Department under Pakistan Telecommunication
Corporation Act 1991. This coincided with the Government's competitive policy, encouraging
private sector participation and resulting in award of licenses for cellular, card-operated
payphones, paging and, lately, data communication services.
Pursuing a progressive policy, the Government in 1991, announced its plans to privatize PTC, and
in 1994 issued six million voucher s exchangeable into 600 million shares of the would-be PTCL
in two separate placements. Each had a par value of Rs. 10 per share. These vouchers were
converted into PTCL shares in mid- 1996.
In 1995, Pakistan Telecommunication (Reorganization) Ordinance formed the basis for PTCL
monopoly over basic telephony in the country. It also paved the way for the establishment of an
independent regulatory regime. The provisions of the Ordinance were lent permanence in October
1996 through Pakistan Telecommunication (Reorganization) Act. The same year, Pakistan
Telecommunication Company Limited was formed and listed on all stock exchanges of Pakistan

Since then, PTCL has been working vigorously to meet the dual challenge of telecom
development and socio-economic uplift of the country. This is characterized by a clearer
appreciation of ongoing telecom scenario wherein convergence of technologies continuously
changes the shape of the sector. A measure of this understanding is progressive measures such as
establishment of the company's mobile and Internet subsidiaries in 1998.
As telecommunication monopolies head towards an imminent end, services and infrastructure
provider s are set to face even bigger challenges. Pakistan also entered post-monopoly era with
deregulation of the sector in January 2003. On the Government level, a comprehensive
liberalization policy for telecom sector is in the offing.
PTCL is in full awareness of the same, and future policies feature a strong conviction of healthy
competition.

The company is in process of enhancing organizational and business proficiency through vertical
integration and horizontal diversification. At the same time, cross-national ownerships, operations
and partnerships are being evaluated with a view to developing and diversifying the business.

RE STRUCTURING OF PTCL
The governments efforts to restructure and privatize PTCL have been on-again off-again
since1991. It had an offer in the late 1990s for 26 percent equity, reputedly totaling $3 billion, but
held out in negotiations and ultimately missed the unique global market window at that time.
Since then, it has had difficulty attracting potential buyers.
Investors have been concerned about political risk, and appropriate support from the government

VISION

To be the leading Information and Communication Technology Service Provider in the region by
achieving customer satisfaction and maximizing shareholders' value'.
The future is unfolding around us. In times to come, we will be the link that allows global
communication. We are striving towards mobilizing the world for the future. By becoming
partners in innovation, we are ready to shape a future that offers telecom services that bring us
closer.

MISSION
An organizational environment that fosters professionalism, motivation and
quality An environment that is cost effective and quality conscious Services that
are based on the most optimum technology Quality and Time conscious customer
service and Sustained growth in earnings and profitability
CORE VALUES
Professional
Integrity
Customer
Satisfaction
Teamwork
Company
Loyalty

Features
Pakistan Telecommunication Company Limited (PTCL) is the primary provider of
Telecommunication services in Pakistan. The range of
services include basic telephony, telegraph, fax, telex, Public data, Internet, E-mail,
ISDN(Integrated Services Digital Network),Universal Access Numbers(UAN), another valueadded services.
Pakistan Telecommunication Company Limited is a professionally managed company and has
initiated measures, with active support of the Federal Government, to inculcate a corporate

culture that benefits company. Pakistan Telecommunication Company Limited believes that it has
an inherent potential that it can exploit to emerge as an important and active business entity.
Pakistan Telecommunication Company Limited has some basic strength and the potential that
needs to be exploited into real business opportunities. The Directors of the Company feel that a
firm and unwavering commitment towards provision of a complete range of market driven
telecommunication services to its customers using state of the art technology proven products and
a customer care approach is essential in a rapidly expanding telecom market. The radical change
from a monolith state controlled culture to a open market competitive environment. The customer
is becoming and more conscious of the value of telecom services in an improving business
environment.
The advent of digital systems, increasing application of computer technologies and development
of wide-band systems has generated new customer needs. Innovative products and services such
as cellular mobile, high-speed data, Internet etc are much in demand. The current decade has
proved to be the period of sector restructuring and growth globally. To keep pace with the
changes and to meet the emerging new demands, Pakistan Telecommunication Company Limited
has adjusted its programs to meet the requirements of the market. Traditional telecom monopolies
like Pakistan Telecommunication Company Limited need to explore new avenues of technology
and financing to accomplish a quantum leap in growth and bridge the gap between demand and
supply, still remaining financially viable. The Company has taken initiatives and change is
gradually becoming visible through expanded capacity and increasing revenue.

Pakistan Telecommunication Company Limited has taken decisions to cope with the competition
within the next years. The initiatives taken resulted in the establishment of 100% Pakistan
Telecommunication Company Limited owned subsidiaries like Pak Telecom Mobile
Limited.Paknet and Pak Telecom Pay Phone services limited. These new entities shall provide
cellular mobile information technology, Internet, payphone, prepaid calling cards and other range
of services, Pakistan Telecommunication Company Limited made a conscious decision to enter
the cellular business as it has tremendous potential and an accelerated annual growth of about
60%which is likely to continue for many years.
Pakistan Telecommunication Company Limited has been successful in obtaining a Cellular
Mobile License for its subsidiary and has selected the GSM 900 state -of the art technology,
which is growing at a much faster rate internationally. Pak Telecom Mobile Limited was
incorporated on 18th July 1998 to establish and run this new business independent of Pakistan
Telecommunication Company Limited with full accounting separation thus creating a level
playing field for industry competitors.
Pakistan Telecommunication Company Limited is following a business-oriented policy to
associate private entrepreneurs in telecom sector development. The options are based on
interconnect and revenue sharing arrangements with license operators and through out-sourcing
revenue sharing with 0 & M contractors as business partners. PTCL has successfully entered into
arrangements with foreign and local telecom companies and has signed three contracts prepaid
calling card service to promote international traffic. The Government of Pakistan has encouraged
the growth of the telecom sector to enable Pakistan to keep pace with the rapid technological
advancement in the field of telecommunication. The tariff structure remains under constant
review of the government to rationalize from the point of providing adequate returns to the
telecom operators and to tap the tremendous potential of the growth in the demand and market for
telecom services. The GOP has reduced the CED on telecom services, encourages the use of
value added services with special emphasis on proliferation of Internet. It has also reduced the
import duties on telecom equipment and allows tax exemption.

Private sector data and Internet services providers are operating under license and revenue share
arrangements. Internet & information technology services are now very popular in the market and
numbers of new entrants are competing, providing Pakistan Telecommunication Company
Limited an opportunity lease capacity. Its available IT & Internet infrastructure both for private
sector licensed operators and Pakistan Telecommunication Company Limited own customers.

Pakistan Telecommunication Company Limited is launching a three-phased project for IT &


Internet to expand the service to take care of 300,000 customers including the needs of private
license for infrastructure.

PTCLS CORE OBJECTIVES


The primary objective of Pakistan Telecommunication Company Limited is to provide
telecommunication services to the people in the country or in short to satisfy the
telecommunication needs of its customers. Responding to the rapid economic and technological
growth, the company is determined to meet the challenge of expanding needs of telephone and
data communication such as public data network, integrated services digital network and Internet
services.
The major focus of attention is to improve and expand the services, minimize the faults and
provide communication facilities to rural areas. It is also one of the major objectives of
management that the company should not improve its performance but also encourage the private
sector to enter the Tele business. The company has entered the domain of free market economy,
which necessitates the liberal management policies and private sector.
The following basic policy steps have been taken to meet the objectives laid in PTCL Act to
expand and operate telecommunication services in the country. The main objective of any
company is to earn the profit and minimize expenses by winning goodwill in the market
The following are the long-term objectives of the organization.
Provision of Telecom services all over the country.
Plan, establish and maintain telecommunication
Acquire, promote and manage research and development, transfer of technology and
software development including manufacturing of telecommunication equipment and
plant
Enhance efficiency, improve quality and expand the system to meet customer satisfaction
and provide service on demand.

Convert its cash basis single entry accounting system to accrual basis double entry system
meeting the commercial international accounting standards.
To introduce computerized directory assistance and complaint services reform billing and a
revenue collection system. Strengthen relation with foreign international administration, entities,
services providers, international and regional telecom organizations for better international
communication and technical cooperation in telecommunication business. Expand customer
awareness of all value-added services of PTCL.
To improve the efficiency of Customer Service Centers by deputing qualified persons
Who are well aware of public relation techniques

Projects and Activities

1. Urgent Training Needs Programme:


The Urgent Training Needs which realistically depict the post VSS scenario are being assessed
and catered immediately by conducting customized training programs. The involvement of all
departments, regions and business units for providing their valuable input in the form of TNA
response is essential for accurate identification of their requirements. Given the transformation
stage, the most eminent developmental needs were highlighted and incorporated in this
program.
2. Customer Care Initiative:
To achieve the pinnacle of Excellence in Customer Service envisioned by the President/CEO the
Training and Development department has assumed the responsibility for effectively imparting
training under the Customer Care Initiative to all PTCL employees.

3. HRD Plan for 2009-10:


Training is one of the tools used for the development of employees and to consolidate change on
sustainable ground. In order to address the training needs of all stakeholders of PTCL, EVP
(T&D) has directed training region administration to conduct comprehensive Training Need
Assessment of PTCL employees. This exercise of TNA is required for developing an effective
and need satisfying Human Resource Development Plan for PTCL training centers. The pilot run
of this program is expected to commence by the end of April 2009.
4. Training Incentive offered to VSS Optees:
For the rehabilitation of VSS Optees, PTCL offered a package of post VSS training &
development services, out of which the most beneficial and helpful service offers were
Vocational and Technical trainings.
5. Revamping Project of PTCL Training & Development by Etisalat Academy:
PTCL has a huge training infrastructure throughout the country that is geographically wide
spread. To revamp this wing of PTCL and transform it into a profit center, Etisalat Academy has
been engaged for this project with the following main objectives:
o Evaluation of existing training infrastructure
o Identification of potential and non-potential training institutes
o Development plan for proposed training set-up
o Comprehensive workforce analysis of existing Human Resources in T&D
department
o Proposals regarding computerized learning management system
o Preparation of Quality Assurance (QA) systems & procedures

o Determination of Key Performance Indicators (KPIs)


5. Implementation of ERP system in T&D:
The focus of the project is to set up and maintain the qualifications catalogs, create and evaluate
profiles for a range of objects (for example, persons and positions), evaluate career and
succession planning scenarios, set up appraisal systems, as well as plan, hold, and evaluate
appraisals, create development plans, and work through individual development planning
scenarios by customizing the functions of personnel development to meet customer
requirements.
7. PTCL Academy activities:
PTCL Academy has been revitalized with a new vision to be recognized locally and regionally
as a center of excellence in the provision of state-of-the-art training and consultancy services in
telecommunications and related fields. It will provide a platform for the creation, dissemination
and exchange of knowledge and expertise in all areas of telecom and IT to internal and external
stakeholders. Some of the programs on its agenda are:

Ph.D. Programme

MS programme

Post Graduate Diploma

Cisco Regional Academy Programme

Oracle Academy Programme

Joint venture with CISCO and NUST

Seminars / Short Courses / Certificate programmes

Course development for new offerings (technical and management courses)

Testing / Inspection of telecom equipment

8. Lineman Training Programme:

The declaration to celebrate year 2008-09 as year of Customer Care & Satisfaction by the
President/CEO of the company, has entrusted upon Training & Development Department a
gigantic task to transform our line staff who are the real customer care agents of PTCL. This
initiative is the part of companys strategic vision to turn PTCL a leading corporate entity in
highly competitive business environment of telecom industry. A mega training campaign has
been launched for all the Linemen of PTCL. The training module prepared by Training &
Development department has tried to address all skill needs most direly required by our
Linemen to cope with emerging technologies in telecommunication. This training will
significantly improve both soft and technical competencies of our linemen and we believe that
this training shall be remembered as a milestone in PTCLs history.
9. Quality Awareness Programme:

In order to create quality awareness and skills improvement of PTCL staff, a 3-year QA plan has
been made. The project is scheduled from March 2007 to December 2009. Following four types
of programmes are under the work plan:

Installation Quality Standards

Quality Auditor Course

Companywide Quality Awareness

Train the Trainer Programme offered to the faculty of PTCL training centers

10. Senior Management Development Program:

Etisalat Academy being the lead consultants of PTCLs Training and Development
department has proposed a meritorious program for the development of Senior
Management Team (SMT) of PTCL. The workshops, their contents and out comes have
been reviewed and have been found beneficial for the company. Proposed plan of five
workshops is in line with emerging concept of Continuous Professional Development.
CPD is being promoted for conscious updating of professional knowledge and
enhancement of professional competence throughout a person's working life. PTCL
Training & Development wing is committed to the pursuit of professional excellence
with its Senior Management Team. PTCLs SMT, though possesses matchless functional
competencies, will benefit from these workshops

Internship Programme:
During the last couple of years Internship Programme at PTCL has received special attention and
focus. The overall concept has evolved from its traditional perspective into a strategic
perspective. We look forward to this programme not only as a learning opportunity for the
participants but also a prospect for PTCL in its continuous endeavor for talent hunt. It is the
process by which we not only contribute significantly to the development of the best talent in
professional and leading universities and schools, but it also aims at creating PTCL
Ambassadors that spread goodwill of the company all over the country. This programme is
intended to provide students with the opportunity to apply what they are learning in their
academic pursuits to real world situations. Through the successful implementation of this
programme, PTCL looks forward to rightly identify, recruit, train and develop its most important
need of the day i.e. the Human Resource.

Products and Services

PTCL Landline
For local calls the code used is non-STD. For calls to other cities (e.g. Karachi to Lahore)
the code is called STD. For International calls the code used is ISD.
Dialing System

When dialing on landlines, calls made within cities are considered local calls. Calls to other cities
(e.g. Karachi to Lahore) are considered long distance calls and are metered according to
distance. (e.g. When dialing to Lahore from Karachi you have to dial the code for Lahore then
followed by the number of the destination, therefore you dial 0423-XXX-XXXX ). For local
calls, you just dial the local number. For international calls, you dial "00" followed by the
country code. (e.g. For calls to the UK from Pakistan you dial 00 - 44 - XXXXXX ).
PTCL V-fone
It is a product which is wireless. We can use anywhere in Pakistan. Internet and web browsing is
also its feature. It is under CDMA
Ufone
Ufone (Pakistan Telecom Mobile Ltd) a wholly-owned subsidiary of PTCL commenced its
operations on 29th January 2001 as a GSM 900 service provider. Since the outset, it has
expanded its coverage and customer base at a rapid pace and established itself as one of the
leading cellular service providers in Pakistan. Ufone is now considered to be one of the
most active, aggressive and innovative players in the mobile sector of Pakistan.

The growth of the cellular industry is a direct result of the successful implementation of the
telecom deregulation and cellular mobile policy by the Ministry of IT and Telecommunications
(MOIT&T) and the support, guidance and timely enforcement of regulatory process by the
Pakistan Telecommunication Authority (PTA).

Privatization
The growth of the cellular sector in Pakistan can also be attributable to good governance policies
of the government of Pakistan and the Privatization Commission. In April 2006, Emirates
Telecommunication Corporation, which is commonly known as Etisalat, has assumed
management control of Pakistan Telecommunication Corporation Ltd part of the $2.6bn deal to
buy a 26% stake in PTCL. The successful privatization of PTCL, and consequently Ufone, is
hailed as ushering in a new era for telecommunications in Pakistan.
Now, under the management of Etisalat, Ufone will concentrate on customer needs and benefits
and is more determined than ever to be the leading cellular player in the market. Ufone has
been known for providing superb propositions and quality service to its customers. With the
new expected investment, Ufone can now aggressively expand its network coverage.
Key Accomplishments
Ufone has always played a pivotal role in the development of the cellular market in Pakistan.
For the most part, it has been a step ahead in introducing innovative products to the market.
Ufone was a pioneer in launching the GPRS services and Multi-media Messaging Service
(MMS) in Pakistan, and lead the way in introducing GPRS international roaming and prepaid
international roaming for these services in the Pakistani market.
Performance
As mobile users in the country have reached over 28 million at a very rapid pace, Ufone has
maintained itself as the 2nd largest cellular operator in Pakistan with a subscriber base of
around 6.5 million and a market share of nearly 25%. Ufone has seen a subscriber growth rate
of over 200% in the last year, and since the start of 2005 Ufone added nearly 5 million
subscribers onto its network. A remarkable achievement indeed, especially considering the fact
that two new international players also entered into the market in 2005. Subsequently the
growth in subscriber base caused a healthy trend in revenues which have doubled.

Brand
While keeping its tradition of being the trend setter in the industry, Ufone changed the image of
mobile phones from a luxury only affordable by the elite, to a necessity affordable by the
common man. Since its inception, Ufone has positioned its brand for masses. In keeping with the
upcoming competition and market dynamics, Ufone increased its focus on the youth segment
(which comprises 50% of the population), with the Prepay brand. By designing market focused
products, Ufones brand team launched aggressive campaigns, which further increased the brand
equity. The new brand image gained huge popularity amongst the targeted market. A recent
marketing survey conducted by a prominent marketing research company showed that Ufone has
considerably increased its brand visibility and image. Ufones Prepay brand is now considered to
be one of the most favored brands by the youth market and is followed by other mobile operators
launching their respective brands for the youth market.
International Coverage
Ufone provides International Roaming facility with more than 150 international operators across
79 countries. Ufone has GPRS roaming agreements with several international operators and also
provides prepaid roaming facility to selective destinations.
Customer Service
Ufone is proud to have an efficient and friendly customer service through 21 company-owned
Sales & Customer Service Centers and nearly 250 franchisees across the country. The outlets are
able to service the customers with innovative solutions, and are empowered with Web based
franchise management systems. Ufone is poised to face the ever increasing challenges of the
market and is confident it will attract new customers. It has the ability to retain its existing
customer base with a high level of customer satisfaction via optimum network service and a 24
hour call center facility.

Network Coverage
Ufone has always believed in a solid commitment to growth, security and reliability. Therefore,
Ufone has always balanced its expansion efforts and quality of service. With a total current
investment of $400 Million, Ufone has network coverage in more than 260 cities and towns and
across all major highways of the country.
Ufone has been instrumental in the growth of the cellular market in Pakistan. It is a company
committed to excellence. Under the new vision of Etisalat and with the support and collaboration
of its employees and vendors, Ufone aspires to be the best in the market by offering customer
focused products and a quality service and sales network.

Ufone is a subsidry of PTCL. It works under PTA and it is a GSM featured product. Ufone is a
leading GSM service provider in Pakistan now a days.

PTCL Broadband
It is providing high speed internet browsing. DSL is now in top internet speed.
EVO, EVO cloud ,EVO char ji,
Smart Services
PTCL now a days providing smart TV service in different areas. Over 150 live channels are
available to see with good picture quality.

Competitors
Zong
Telenor
Warid
Mobilink

MORAL VALUES OF EMPLOYEES

CUSTOMER FOCUS
We treat each of our customer equality & as the most important person while we interact with
him/her. We must ensure that we do everything to meet and exceed the customers expectations
with perfect to times, accuracy & quality services.
EMPLOYEE RESPECT & DIGNITY
We treat each of our employees with fairness, which includes giving constructive feedback for
their development. We celebrate diversity and seek suggestions from all employees for
Improvement. We ensure that responsibility & fairness in all our decision-making.
TEAM BASED APPROACH
We work towards achievement of our vision & mission as a combines group. We encourage inter
& intra-departmental communications. We treat our colleagues as our internal customers &
ensure that the requirements of internal customer focus are always met.

Organizational Structure
Board of Directors

Mr. Naguibullah Mali


Chairman PTCL Board
Secretary IT & Telecom Division, Ministry of InformationTechnologyGovernmentof
Pakistan,
Islamabad

Mr. Abdulrahim Abdulla Abdulrahim Al Nooryani


Chairman & Chief Executive Officer,
Etisalat International Pakistan L.L.C
Executive Vice President Contracts & Administration
Etisalat, UAE.

Mr. Salman Siddique


Secretary (Finance), Ministry of Finance
Government of Pakistan,
Islamabad
Mr. Abdulaziz Ahmed Saleh Ahmed Al Sawaleh
Chief Human Resources Officer
Etisalat, UAE
Mr. Mushtaq Ahmad Bhatti
Member Telecom
Government of Pakistan,
Islamabad

Mr. Fadhil Mohamed Erhama Al Ansari


Executive Vice President Engineering
Etisalat, UAE
Mr. Khursheed Ahmed Junejo
Ambassador, Embassy of Pakistan

Abu Dhabi, UAE

Mr. Abdulaziz Hamad Omran Taryam


General Manager, Northern Emirates
Etisalat, UAE

Dr. Ahmed Al Jarwan


General Manager
Real Estate
Etisalat, UAE

Ms. Farah Qamar


Company Secretary PTCL
PTCL Headquarters,
Islamabad

Management

Walid Irshaid
President & Chief Executive Officer
Muhammad Nehmatullah Toor
S.E.V.P (Finance) / Chief Financial Officer (C.F.O)
Mohammad Nasrullah
Chief Technical Officer (C.T.O)
Mr. Javed Mushtaq
Chief Information Officer (C.I.O)

Syed Mazhar Hussain


S.E.V.P (HR / Admin & Procurement)
Sikandar Naqi
S.E.V.P (Corporate Development)
Naveed Saeed
S.E.V.P (Commercial)

Mr Tariq Salman
S.E.V.P (Business Zone North)
Mr Abdullah Yousef
S.E.V.P Business Zone South
Mr Hamid Farooq
S.E.V.P Special Project
Farah Qamar
Company Secretary
Legal Affairs
Dr. Syed Mohammad Anwar Shah

Bankers
Askari Bank Limited
Citibank N.A.
Faysal Bank Limited
Habib Bank Limited
MCB Bank Limited
National Bank of PakistanRBS (formerly ABN AMRO)

Standard Chartered Bank Limited


United Bank Limited

Registered Office
PTCL Headquarters,
Block-E, Sector G-8/4,
Islamabad-44000, Pakistan.
Tel: +92-51-2263732 & 34
Fax: +92-51-2263733
E-mail: company.secretary@ptcl.net.pk
Web: www.ptcl.com.pk

Auditors
A.F. Ferguson & Co.
Chartered Accountants
Ernst & Young Ford Rhodes Sidat Hyder,
Chartered Accountants

Share Registrar
M/S FAMCO Associates (Pvt.) Limited

Ground Floor,
State Life Building 1-A
I . I Chundrigar Road
Karachi 74000
Tel: +92-21-2422344, 2467406

Organization Hierarchy Chart

Number of Employees

Number of employees in PTCL is more then 30000.

Introduction of all department


o

Engineering

Minuteness department

Operation department

Research and development

Marketing

It is concered with the creation of value for the customers

Finance

Accounting department

Revenue department

Taxation department

Human Recourse department

Training and Development

Comments on the Organizational Structure


The structure of the organization is very good in my opinion

.
Departments and their Working

The PTCL Organizational structure needs to be formalized on emergent basis.


FINANCE WING STRUCTURE
At this level there is one head SEVP (Finance) who controls the functions of
FINANCE, ACCOUNTS, and REVENEU with the assistant of EVP in their respective within the
Region, Director Accounts has Senior Revenue Officers in his area of Finance Jurisdiction on
Division Level. The Senior Revenue Officer, usually the head of Finance Division and Revenue
Officers then supervised on District level.
The Revenue Officers on District Level
In view of the challenging scenario PTCL has to take bold steps regarding its organizational structure
in order to demonstrate that PTCL has set-up arms-length relationships among the staff. There should
be separation of Finance Wing from the Engineering Wing. Finance Wing should give liberty to take
the decision in their favor. Management has to take the strategic decisions, the clear and
institutionalized arrangements.

The PTCL FINANCE & ACCOUNTING system is actually divided into three wings.

1- FINANCE
2- ACCOUNTS
3- REVENUE

1) FINANCE
The SEVP (FINANCE) is concerned with the makeup of the all type of financial
decisions especially in the context of acquisition, financing and management of all assets with
some goal in mind. The EVP (Finance) with the General Manager (Finance) extend their
expertise in the decision making process.

2) ACCOUNTS
Here the SEVP (Finance) is once again concerned by heading the EVP(ACCOUNTS) and
General Manager (Accounts) to deal with all Accounts Decision. In PTCL the Finance and
Accounting are so correlated but the difference between finance and Accounting is the method of
Funds Recognition and the decision making. In the Accounting the Director Accounts in the
PTCL Regions assist the higher management.

3) REVENUE
Here the SEVP (Finance) is once again concerned by heading the EVP (Revenue) and General
Manager (Revenue) to deal with all Revenue matters. One Director Revenue within the Region
assist to implement and control the inflow of Revenue and Reconcile it with the PTCL
Headquarters Islamabad. The PTCL is actually the Revenue Generation organization. PTCL
Collect the Revenue from the following modes.

Revenue from System Billing of Land Line Numbers.


a) Through Line Rent of Land Line Numbers.
b) Through National wide dialing from LLNs (Land Line Numbers)
c) International dialing from LLNs
d) Providing Value Added services to customers. Like UAN (Universal Access
Numbers), PABX (Private Auto Branch Exchanges),VPN( Virtual Private
Network) Bandwidth of ISPS (Internet service providers)
e) PTCL has its three subsidiaries PAKNET (leading ISP in the country), UFONE
(unique cellular phone company in Pakistan), TF (Telecom Foundation) the
f) Leading foundation for the welfare of employees of Telecom Sector.

ACCOUNTING SYSTEM OF PTCL


In PTCL the rules contained in the special volume of the PTCL under which the
SEVP (FINANCE) is responsible for creating the procedure of Accounting matters.
CAPITAL RECEIPTS SIDE.
REVENUE FROM BILLING SYSTEM
a. Revenue from Usual customer.
b. Revenue from DXX System
c. Revenue from DSL System

d. Revenue from PABX/PBX System


e. Revenue from Card Phone Operators
f. Revenue from IPOs Internet service providers
g. Revenue from Mobile Phone Operators
h. Co-location charges from various companies

REVENUE FROM OTHER


a. Revenue from Overseas calls (Incoming)
b. Revenue from Premium PRS (0900) calls
c. Income from Dismantle Exchanges
d. Revenue from MDF used by other companies
CAPITAL EXPENDITURES

INSTALLATION OF NEW EXCHANGES


Expenses of installation of new Exchanges are the major capital expense of PTCL because
PTCL purchases the new telephone exchanges from France, Italy, Germany and China. So
heavy cost is to be paid for purchasing process in order to proper margin. Each exchange
having different capacity and due which each Engineer should has to be trained
accordingly so expenses rises on purchasing of new Telephone Exchanges. This is the main
expense of PTCL.

EXTENSION OF EXISTING EXCHANGES


The extension of the existing exchanges is the dire need as the density of the population is
increasing day by day and in order to fulfill the basic communication and fill the communication
gap PTCL has to extend its normal Telephone Exchanges in accordance with the demand and per
paid connection. So PTCL sustain heavy expenses on the extension of exchanges.

MINOR EXPENDITURES

INTERNAL AUDIT AND TECHNICAL INSPECTION


The PTCL has sustained huge amount in context of internal audit both Accounts and Technical
from various agencies. For example M/s Ferguson conduct both internal audit and external audit
and payment made to auditors in the expenses of the company.

ADMINISTRATION AND CONTROL EXPENSES


Sometime in the best interest of company, some expenses could be occurred for example if there
is need of induction of a financial analyst in one region or if there is need of an Engineer then
transfer and posting order can be issued and traveling and training expenses could be realized to
employees.

SALARIES OF STAFF
The monthly salary of the staff is rest with the approval of PTCL H.Q Islamabad. PTCL is
spending lot of amount on the salaries.

FINANCE SYSTEM OF PTCL


PTCL has magnificent finance structure; it is basically Product Oriented organization so
here, the Revenue is the Life Blood as such for any other profit seeking organization. So we
should have isolated the Revenue from Finance side or either we should consider the Finance in
the context of Revenue.Finance activities can be evaluated in terms of PTCLs basic financial
statements analyzing through

Finance planning
On PTCL HQ Islamabad, SEVP (Finance) is, who with the concurrence with the CEO for making
all the Finance Planning thats way the PTCL has to inject the money in order to boost up the
business and in order to complete the stiff competition faced in the telecomm sector. Before
taking any decision regarding financial planning the draft could be presented before the Board of
Governors. In this section there is need of financing either in the WLL (wireless local loop) sector
or wire-line or mobile operator services.
Managing the PTCLs Asset structure
PTC is very organized organization and it has also its fixed as well with the current asset.
So there are many experts in order to keep the eye watch on the PTCL infrastructure, for example
Director (Fixed Assets) is responsible for the maintenance and repair of the building and
machinery on the Regional level.

Managing the PTCLs financial structure


PTCL financial structure is in the safe hands the basic qualification for the post of Assistant
Accounts Officer is MBA (Finance) and for the SEVP (Finance) the incumbent should possess
the degree of MBA with ACMA & CA. Due to such fresh blood the young and energetic financial
management taking some bold decision the results of which are awaited up till.

FUNDING OF PTCL

MOBILIZATION OF FUNDS

PTCL mobilized its funds with following ways.


1) Purchase the new imported infrastructure like new Exchanges etc
PTCL mobilized its finds mostly in the purchase of new telephone exchanges from
abroad (France, Italy & China). There is also purchase of accessories of telephone
exchange generators and other equipments.
2) Capital expenditure for the organization.
There are various expenses for the PTCL in the context of capital expenditure that has
already been mentioned in previous pages.
3) Purchase and acquisition of stores.
PTCL store items are very important components i.e Stationery, stand-by Exchanges,
generators, barites and other equipments. PTCL spend lot of funds on these items.

4) Loan and advances to others, and re-investment.


There are offering of Loan and advances to the employees on various rates according
to the length of services on roll. This is the main source of mobilization of funds.
5) Payment of dividend to the stockholders.
Payment made to the shareholders in the context of dividend to be paid to the
shareholders. PTCL has currently announced the divided of Rs.32/per share.
6) Salaries of the staff all over the country.
Obviously services rendered by the staff and in this way PTCL has to pay handsome
amount to their staff, those are the main source of generating the revenue.
7) Annual Bonus to employees.
PTCL pays annual Bonus of Rs. 12000/- to its employees on the Eid occasion.
8) Security deposits, Transfer of Companys Land & Building.

Where PTCL does not find any building or land then security deposit may be paid to
the private landholders for the installation of PTCL infrastructure.
9) Insurance of the Company
PTCL offers the insurance from its own side in case of death and medically unfit of its
employees.
10) Pension, graduate, and other fringe benefits.
For the pension and gratuity of the retire official PTCL mobilized its funds
accordingly.

11) Supply of Furniture and Fixtures to the office buildings.


This is the responsibility of the Management to be provided the furniture and fixture
to the office buildings accordingly.
12) Renovation, alteration, and rental charges of privately owned buildings.
PTCL has to pay the handsome amount for renovation and alteration of existing
building and the charges of privately owned builders are being issued accordingly.
GENERATION OF FUNDS
1. Amount Realized from System Billing.
2. Amount Realized from defaulters.
3. Revenue from Value-added Services.
4. Bandwidth facilities provided to the companies.
5. Earning from DXX, PSTN, PABX, VPN, PRI & ISD.
6. Media used by cellular and pay-card companies and earn royalty.
7. Earning from subsidiaries PTML, PAKNET & TF.
8. Amount realized through co-location charges.
9. Basic Rate Interface provided to the subscriber.
10. International dialing customers.
11. Corporate Billing customers, valued customers.

12. Earning from MTR mobile Termination Rate.


13. Earning from Incoming Overseas Calls in shape of premium from overseas

SOURCES OF FUNDS OF PTCL

Cash generated from operations


In this context we can say that PTCL usual earning lot much more depends upon the usual
earning from Telephone number and payments of the bill thereof, this is the primary source of
funds of PTCL.
Security deposits
Various pay card companies like Dancom, World call, Pearl Tel, Soft tech, deposited huge
amount as the securing deposit in the books of PTCL for the media that is being used by these
companies. PTCL is utilizing these security deposits.
Return on deposits
After payment the dividend to the shareholders and having paid the income tax on the
profit the surplus amount is being used in the deposits of various national and multinational banks
from where ROD is received accordingly.

Dividend Income
PTCL sometime itself purchases the share from the open market and earn the dividend income
thereof. It is also possibly that PTCL if applicable may detain the shares of different other
companies and earn the dividend.

Sale proceeds of fixed assets


The defunct and dismantle Telephone exchanges not allowed re-sell to the other underdeveloped
countries and gain profit. PTCL is also not in the process of planning to be used the idle land,
which could be used on commercial basis by other parties.

Long- Term Investment


There are various long-term project of PTCL. BLT is one of them. PTCL is now expanding its
business through the United Arab Emirates by consortium and through the joint venture with
other telecom operators. PTCL has also some long-term investment in the AT&T (American
Telephone & Telegraph) and ZTE (Zehwing Telecom Engineering Company China).

Long-Term Loan to others


PTCL has also offered long term loan agreement to other Telecom provider companies. PTCL is
providing its expertise and Engineers to them and also offering amount to be invested on behalf
of PTCL for example PTML Pakistan Telecom Mobile Limited and Paknet the Internet providers
company.

Loans, advances, deposits, prepayments and other receivable


In this context all the referred point and return thereof will be called the receivable.

ALLOCATION OF FUNDS

Against all purchase orders issued by the PTCL H/Qs Islamabad payment made after
allocation of Funds which further allocated by the Regional offices. The funds usually allocate in
order to manage the following: -

14. Capital expenditure


15. Purchase of infrastructure like new exchanges.
16. Launching of new Product.
17. Human resource development
18. Transportation expenses, misc expenses
19. Domestic and overseas training of staff
20. Bonus to the employees, house/building advances, motor car/motor cycle advances.
21. Worker compensation fund, benevolent fund contribution general provident fund
22. Maintenance of buildings, vehicles, fixed assets.
23. Default situation of subsidiaries.

Allocation of Funds for Marketing exploration

19% of net profit

Allocation of Funds for Research & development

18% of net profit

Allocation of Funds for Human resources & Admin

33% of net profit

Allocation of Funds for Corporate affairs

30% of net profit

Department worked during internship and specific/leading contribution made.


In the beginning they gave me a brief introduction of all the aspects related to their field of
business, their products, and changes in products. A general overview of PTCL was given in other
words. Moreover, I learned how things work in a practical environment, challenges and problems
faced as I have mentioned.
More specifically the project assigned to me during the internship was the sales analysis of
PTCL-V Services Packages, a product of PTCL. The major department in which I did internship
was Interconnection Revenue Department. The prices of the PTCL-V devices were reduced
during the period which had a positive impact on sales. I was assigned the task of analyzing the
impact of change in these prices on the overall income and other service packages of PTCL-V.

PTCL V- fone (WLL Ser vice)


few prominent measures taken

was a major area

of focus for PTCL during the year. A

in this area during the year were launching of free home

delivery service. No line rent package was launched in June 2010. In June 2008, 30 seconds
billing was introduced contributing as an effective customer retention tool. PTCL has expanded
the network to provide coverage in all large and small cities including over 10,000 villages in
rural areas of Pakistan.

Problems Identified
PTCL is a well-organized company and operates efficiently in this competitive environment so it
was difficult for me to identify the problem. But nothing is perfect in this world there is always a
room for improvement. According to my limited knowledge following were the problems and
challenges that can directly affect the efficiency and performance of the PTCL or in other words
improvements needed in the following areas:

There is a lack of balance in incentives given to old and new employees. New employees
are paid more which de- motivates the old ones.

Lack of proper computer skills in old employees is another problem.

System problems do arise at times and customers have to wait for the system to work
properly.

Some employees misuse the resources of the company.

Employees were not very effective in communication among themselves.

Some employees lacked the trust in management.

Inefficient public dealing

SWOT Analysis

STRENGTHS

Largest

operational

network

and

infrastructure

within

ICT

(Information

Communication Technologies) segment.

An integrated monopoly.

Market leadership in Local loop, Wireless local loop (WLL) and Fixed telephony.

PTCL (Ufone) is market challenger in GSM segment.

Competitors still depend on PTCL network either directly or indirectly.

Experienced Telecom Recourses.

&

Weaknesses

Not been able to nurture its growth around customer services oriented strategy.

Internal organizational and business issues.

Monopolistic culture has further added to complexities.

Paknet, the internet service provider arm of PTCL customers to incur losses due to
poor management and lack of network optimization.

Ptcl-v, the fixed wireless phone service is poor.

Over employment & low productivity.

Slow

decision

interferences.

making
Corporate

Government department.

including
culture

external
akin

to

OPPORTUNITIES

Low teledensity of Pakistan.

Have vast infrastructure and real estate which can be leveraged further.

Global connectivity reliability has been improved.

PTCL expanding the long distance and infrastructure side through spreading out two seame-we submarine cables.

Partnership with new entrants in deregulated environment.

Scope for efficient cost effective operations.

Threats

Increased competition in long distance counties to exert pressure.

VOIP use is increasing despite ambiguous and discriminatory policies.

Exposure to market competition.

Migration to cellular network

Ability to attract &retain quality professional.

Reduction in international settlement rates.

Conclusion

With employee strength of 30,000 and 5.7 million customers, PTCL is the largest
telecommunications provider in Pakistan. PTCL also continues to be the largest CDMA operator
in the country with 0.8 million V-fone customers.
The company maintains a leading position in Pakistan as an infrastructure provider to
other telecom operators and corporate customers of the country. It has the potential to be an
instrumental agent in Pakistans economic growth.
PTCL has laid an Optical Fibre Access Network in the major metropolitan centres of Pakistan and
local loop services have started to be modernized and upgraded from copper to an optical network
On the Long Distance and International infrastructure side, the capacity of two SEA-ME-WE
submarine cables is being expanded to meet the increasing demand of International traffic.
Pakistan Telecommunication Corporation (PTC) has established in December 1990, taking over
operations and functions from Pakistan Telephone and Telegraph Department under Pakistan
Telecommunication Corporation Act 1991.
This coincided with the Government's competitive policy, encouraging private sector
participation and resulting in award of licenses for cellular, card-operated payphones, paging and,
lately, data communication services. In 1994, the PTC becomes the company limited (Pakistan
Telecommunication Company Limited) by issued six million vouchers exchangeable into 600
million shares of the PTCL in two separate placements. Each had a par value of Rs. 10 per share.
These vouchers were converted into PTCL shares in mid-1996.
In 1995, Pakistan Telecommunication (Reorganization) Ordinance formed the basis for PTCL
monopoly over basic telecommunication sector in the country. It also paved the way for
the establishment of an independent regulatory regime. The provisions of the Ordinance were lent
permanence in October 1996 through Pakistan Telecommunication (Reorganization) Act.

The year 2006-07 in the telecom sector was marked by the phenomenal growth in the mobile

sector in Pakistan, which doubled its subscriber base to 60 million. The teledensity increased
from 26% to 40%, helping to spread the benefits of communication technology across the
country. PTCL s mobile mobile phone subsidiary Ufones subscriber base grew by more than
87%, from 7.49 million to 14 million. The year also witnessed the entry of major telecom
companies, most notably China Telecom and Singtel, into market.
The privatization of the company was completed in the FY06, following the purchaser of
26% B class ordinary shares by Etisalat International Pakistan L.L.C.
EIP took over management control on 12th on April 2006.
No doubt P.T.C.L having the monopoly in providing the Land-Line Telephone Connection
in Pakistan and its playing its role magnificently. In current scenario P.T.C.L has increases its
Revenue quite dramatically and probably that as soon as this organization has become privatized
it will flourish its revenue in better manner.
PTCL should immediately change its Finance upper level of hierarchy and should stream
line in the good manner.
PTCL should also encourage the Billing On line system that each and every customer
should have to pay his/her bill on line basis.
The system of E-PAYMENT which although exist in PTCL finance system but there is
need of improvement this facility.

The image of PTCL being leading Telecom providing is not good in the eyes of common
customer especially there are lot of complaints about the including the bogus local calls in the
monthly bills of various customers. PTCL should also provide the detail of local calls made from
any Land Line Number which would be provided in Micro level to the customer.
Faulty Telephone connection should be Fault Free within 24 hours in order to maximize
the Revenue, as Revenue of PTCL should sacrifice at the cost of Faulty Telephone. PTCL should
make Customer Care Centers in remote areas if I have to express my experience of internship in
PTCL I would briefly say:
PTCL is a good Organization in the way that anybody can join it for his/ her long-term career.
Overall working environment is comfortable. Management of branch cares a lot of its employees
and considers them as the Asset of PTCL. Behavior of senior executive of bank is very polite and
they are caring about the individuals career and their growth.
PTCL needs innovative service offerings currently it doesnt even offer bundles or a single
bill. Has been unclear about its IPTV and WiMAX plan and strategy (trials are in progress)
Overall PTCL still behaves as a monopoly it has to change its attitude. At a minimum,
avoiding billing errors and providing competent and courteous service to its customers is
essential if PTCL wants to show that it is transforming itself to a competitive company which
cares for its customers.
It is said that the best assets of a company go home to their family in the evening. Can the culture
of PTCL be changed to a performance and service-based organization? According to the latest
directors report from PTCL the organization is being revamped. Only time can tell the impact.
However management is very demanding about the targets but good reward at the
Achievement of assigned targets is awarded.

Employees at PTCL are quite efficient. Its employees have to bring their org among the list of
good. Therefore, they work more than their working hours and it is all according to their will. It
also shows their loyalty, commitment to organization.
Employees are given the benefits like bonus, gratuity funds, loans, increments, and medical.
All the customers are entertained individually. Same kind of behavior and attention is given to all
the customers. Getting ideas for improvement from customer side is a new idea and that is
working very well in PTCL. All the customers are asked to fill a suggestion form and the
standards of the org are improved through them. Prioritizing its product portfolio in line with its
corporate and consumer needs and wants the org are committed to develop products that give
more value to its customers in both the sectors.
In PTCL, all the work is done on computers. All the entries are made in computer. Balance is fed
into the computer. This increases efficiency of the org.

During my internship training I gathered information regarding how a successful org operational
aspect decorticated with the practical.
I found my internship training at PTCL to be a very rewarding experience. The training was
beneficial because it helpful me to aware a real life working environment. So far my learning is
concerned; all the employees at branch were quite cooperative. They helped me to understand the
activities of an org. to possible extent. Their good attitude gave me more confidence to learn more
and to ask if I have any query in my mind. Besides there ever going activities they never get
irritated by my questioning. I had made an honest efferent to present the working & operation of
PTCL in simplest way. I feel pleasure that I have really gained a lot during 6 weeks & enjoyed
working with experienced cooperative & intelligent staff

Suggestions and Recommendations

No doubt P.T.C.L having the monopoly in providing the Land-Line Telephone Connection
in Pakistan and its playing its role magnificently. In current scenario P.T.C.L has increases
its Revenue quite dramatically, and probably that as soon as this organization has become
privatized it will flourish its revenue in better manner.

PTCL should immediately change its Finance upper level of hierarchy and should stream
line in the good manner.

PTCL should also encourage the Billing On line system that each and every customer
should have to pay his/her bill on line basis.

The system of E-PAYMENT which although exist in PTCL finance system but there is
need of improvement this facility.

The image of PTCL being leading Telecom Providing is not good in the eyes of common
customer especially there are lot of complaints about the including the bogus local calls in
the monthly bills of various customers. PTCL should also provide the detail of local calls
made from any Land Line Number which would be provided in Micro level to the
customer.

Faulty Telephone connection should be Fault Free within 24 hours in order to maximize
the Revenue, as Revenue of PTCL should sacrifice at the cost of Faulty Telephone.

PTCL should make Customer Care Centers in remote areas.

The punching system of Billing through automation at CITI Bank Karachi takes so much
time to adjust so it should be revived.

The Financial D.D.O powers should be entrusted to the Director Finance rather GM.

PTCL is not utilizing its surplus profit in long-term investment projects which be done.

PTCL management should give concentration towards the Securities of deposit and it
should be on maximum level.

The return on deposit should be checked accordingly.

The cash generated from the operation must be utilized accordingly.

Each Region should allocate the funds at its own level.

PTCL should take the services of highly qualified financial analysts.

The promotion system in the Finance & Revenue wing should be revived in true manner
all promotion must be made strictly on merit.

Each Region should maintain Profit & Loss and Balance sheet and the statement of Cash
inflow and outflow.

Limitations

Organizations dont provide their data. They keep secrecy from internee. All the data to
prepare this report I have collected myself from different sources.

Bibliography

www.ptcl.com.pk

Annual reports of PTCL.


3. Staff of the department.
4. Recent business record.
5. Internship reports Companys website-ptcl.com.pk
6. Magazine Business Economy
7. Google.com
8. Economic Survey of Pakistan
9. Businessrecorder.com
10. Security and Exchange Commission of Pakistan
11. Kse.com
12. Yahoofinance.com

Reports

Annual Report PTCL 2007, 08

PTA Reports